Expertise is often seen as the golden ticket to success. The more knowledge and experience you accumulate, the more opportunities open up. But when expertise propels you into a leadership role, it can paradoxically hinder your effectiveness. Why? Because the skills and mindset that made you an expert are often at odds with what it takes to lead.
Sydney Finkelstein, a leadership and talent development expert at Dartmouth’s Tuck School of Business and author of ‘Superbosses: How Exceptional Leaders Master the Flow of Talent’ identifies two critical pitfalls of expertise in leadership. First, expertise can stifle curiosity. You may be less inclined to seek new perspectives or questions established methods when you believe you already know the answers. Second, it develops overconfidence in your problem-solving abilities, leading you to dominate decision-making instead of empowering your team. These tendencies can undermine your leadership effectiveness and sometimes create burnout or conflict within your team.
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The Expert-to-Leader Transition: A Shift in Mindset
Many leaders struggle to transition from being the team’s go-to problem solver to empowering their team to solve problems independently. As an expert, your role was to deliver solutions. As a leader, your role shifts to coaching, mentoring, and creating an environment where others can excel. Failing to make this shift can result in three common challenges – feeling compelled to have all the answers, unilaterally offering solutions, and struggling to succeed in a leadership role because the skillset required is fundamentally different.
This phenomenon is partly explained by the Peter Principle, which suggests that individuals are often promoted based on past success rather than their aptitude for the new role. They can find themselves ill-equipped for leadership without the necessary training or mindset shift.
The Data Behind the Leadership Dilemma
Research supports the idea that expertise alone doesn’t make a great leader. A 2019 study by Zenger Folkman found that leaders who focused on coaching and developing their teams were 33% more likely to be seen as effective than those who relied on their expertise. Similarly, a 2022 report by McKinsey & Company highlighted that collaborative leadership- where leaders encourage team autonomy- correlates strongly with higher organisational performance and employee satisfaction.
Yet, many leaders fall into the trap of micromanagement. Gallup’s State of the Global Workplace report (2021) revealed that only 21% of employees feel engaged at work, with micromanagement cited as a key demotivator. This highlights the importance of empowering teams rather than dictating solutions.
Why Can Expertise Be a Double-Edged Sword?
Expertise can make leaders overly reliant on their own judgment.
A study published in Organisational Behaviour and Human Decision Processes (2020) found that leaders with deep expertise were likelier to make decisions without consulting their teams, leading to a 25% higher failure rate in complex projects.
Experts often cling to tried-and-true methods.
According to a Harvard Business Review article, companies led by executives who were domain experts were 20% less likely to adopt transformative technologies.
Experts may struggle to delegate
A survey by Deloitte (2022) found that employees who feel trusted and empowered are 47% more productive than those who are micromanaged.
Overcoming the Expert Trap
Transitioning from an expert to an effective leader is a journey that requires intentional effort and a shift in mindset, but it’s entirely achievable. Start by redefining your role—not as the go-to problem solver, but as someone who empowers your team to find solutions, clears obstacles without taking over, and fosters collaboration. Cultivate self-awareness by recognising when you default to being the expert and instead practice asking open-ended questions like, “What’s your perspective on this?” or “What other options did you consider?”
Feedback from your team can be a powerful tool to help you step back and let them lead. Embrace humility and curiosity as you navigate this shift, staying open to learning and adapting—qualities that research shows are key to inspiring innovation and navigating uncertainty. Invest in leadership development through training, coaching, or simply learning to let your team fail and grow from those experiences. Finally, focus on building a culture of collaboration, where diverse perspectives are valued, trust is built, and creative solutions flourish. By making these shifts, you can elevate your team’s performance and your impact as a leader.
Great Leaders Shift from Being an Expert
While expertise is a valuable asset, it’s not the cornerstone of effective leadership. Great leaders recognise the need to shift from being the expert to empowering others. They ask questions, embrace curiosity, and prioritise team growth over personal accolades. As Finkelstein suggests, humility and open-mindedness are not just supplements to expertise—they’re essential to leadership success. By stepping back and supporting your team, you elevate their performance and your potential as a truly impactful leader.
